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Why decisions fail : avoiding the blunders and traps that lead to debacles

Author: Paul C Nutt
Publisher: San Francisco, CA : Berrett-Koehler Publishers, ©2002.
Edition/Format:   eBook : Document : English : 1st edView all editions and formats
Summary:
Why decisions fail critiques 15 infamously bad decisions that became public debacles. Including the Firestone tire recall and Quakers failed acquisition of Snapple, the author examines how these mistakes could have been avoided and explains how any organizations decision-making process can be improved to prevent such failures. Paul Nutt began by looking at 400 decisions made by top managers involving such topics as  Read more...
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Genre/Form: Electronic books
Electronic book
Additional Physical Format: Print version:
Nutt, Paul C.
Why decisions fail.
San Francisco, CA : Berrett-Koehler Publishers, ©2002
(DLC) 2001043678
(OCoLC)47922809
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Paul C Nutt
ISBN: 9781605091495 1605091499 1282299069 9781282299061
OCLC Number: 310451114
Description: 1 online resource (xv, 332 pages) : illustrations
Contents: Blunders that launch a decision debacle --
Traps that catch decision makers --
Decision-making processes prone to success and failure --
Traps in failing to lead the effort with agreed-upon claims --
The traps in unmanaged social and political forces --
Traps in misleading directions --
Traps in limited search and no innovation --
The traps in misusing evaluation --
Ethical traps --
Learning traps --
The lessons : avoiding the blunders and traps.
Responsibility: Paul C. Nutt.
More information:

Abstract:

Why decisions fail critiques 15 infamously bad decisions that became public debacles. Including the Firestone tire recall and Quakers failed acquisition of Snapple, the author examines how these mistakes could have been avoided and explains how any organizations decision-making process can be improved to prevent such failures. Paul Nutt began by looking at 400 decisions made by top managers involving such topics as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization. Analyzing how each decision was made, he determined that two out of three decisions were based on failure-prone or questionable tactics. He identifies these key errors and suggests alternatives that have proven successful.

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